Abstract

The success of any organization in accomplishing its goals is contingent on the way its leadership is able to design a structure that is flexible and sensitive to changes in the environment. Moreover, this structure must accommodate the needs of its members. ;This study suggests that the existing structure of the Samoa Mission of the Seventh-day Adventists inadequately addresses the needs of its constituents. Additionally, the SM lacks recognition of Samoan organizational principles and traditional leadership. This study, therefore, seeks to make a descriptive analysis of the SDA model of organization for the purpose of developing a more appropriate structure for the SM. ;This investigation identified the research problem through extended observation of the SM over twenty years. Step Two was to review the precedent literature to identify conceptual tools for understanding and analyzing the SM. This step also provided a description of the Samoa Mission and its cultural context including analyses of Samoan social and political structures and Samoan worldview. The third step was field interviews. ;The findings show that SM constituents prefer a structure that values human relationships and group consensus. Furthermore, they admire leadership that empowers individuals through participative management. More important, they desire an organization that belongs to them and functions without outside assistance. ;The study concludes with specific recommendations to the Seventh-day Adventist Church proposing an alternative structure for the SM that is both Adventist and Samoan. It suggests the establishment of district advisory committees and matai councils. Both suggestions are designed to promote lay participation in the ministry of the SDA in Samoa. This new model would contribute towards effective evangelism, nurture and spiritual renewal for the SM